Too often we see business leaders struggle to advance members of underrepresented groups because they model their development strategies on their own paths to success. They believe they’re good at spotting and supporting talent, but their support is informed by their own experience: “I looked like that five years ago, and this is what I needed to grow into the next level.” Our research suggests that company leaders are best able to recognize talent and understand others’ development needs when those talents and needs present themselves as theirs did; they often overlook—or are baffled by how to develop—talent that looks different. …see more